Negotiation at work is constant – whether with customers, colleagues or bosses. Professionals at all levels should be ready to “think on their feet” when the next situation arises to negotiate – whether in product pricing, partnership agreements or the next job offer, says Professor of Management and Organization Vijaya Venkataramani at the University of Maryland’s Robert H. Smith School of Business.
From the earliest weeks of the pandemic, Maryland Smith’s Nicole Coomber was noticing a worrying trend. Upwardly mobile professionals across her social media networks were opting to step back from their careers, overwhelmed by the new demands of their work lives and home lives.
In August alone, 4.3 million Americans quit their jobs, the most since the Labor Department began tracking these stats 20 years ago. They join the 16 million Americans who had handed in their resignations over the previous four months, another record. Some were burned out—exhausted by pandemic stresses and added workload at home and at work. Others were rejecting return-to-the-office mandates, seeking work with greater flexibility. After 18 months of toiling in a pandemic, expectations about what makes a good job had altered.
Why might asking about salary and benefits not land you a job? Why could it make you seem less motivated to employers? How does strict ethical behavior diminish creativity in the workplace? It all has to do with the zero-sum mindset, says Maryland Smith's Rellie Derfler-Rozin, and here's what you need to know about it.
SMITH BRAIN TRUST — When employees break the rules at work, it might not be mischief. It might be monotony. A new study finds that employees whose tasks are organized in a more routine and repetitive way are more likely to fall prey to ethical lapses and break rules to make their workday easier. But there's good news. The researchers found that shaking up the order in which employees perform tasks — even without changing the tasks themselves — can reduce rule-breaking.
Research by Rellie Derfler-Rozin Managers can mitigate the effects that verbally abusive customers have on employees Managers of customer service workers can mitigate employee error induced by stress from verbally abusive customers by simulating hostile-customer encounters during task training exercises and by eliminating employee exposure to repetitively abusive customers.